Revolution In Military Logistics - AUSA

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Revolution in Military LogisticsMay2000Table of ContentsRevolution in Military Logistics-An Overview . RML 01Army Strategic Logistics Plan-RML Implementation . RML 02Phase I of the Revolution in Military Logistics . RML 03Phase II of the Revolution in Military Logistics . RML 04Strategic Responsiveness-Getting to the Fight Faster . RML 05Communications Technologies for the Revolution in Military Logistics . RML 06Single Logistic System-Key to Achieving an RML . RML 07Army Total Asset Visibility-Achieving Real-Tune Logistics Control . RML 08Digital Maintenance Environment-An Overview . RML 09Weapon System Support Concept-An Overview . RML 10Deployment Stock Package. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .RML 11Potential Basic Research Applications for Reducing Logistics Demand . RML 12Army Recapitalization Program . RML 13

Revolution in Military LogisticsRML00-01May 2000Revolution in l\-1ilitary Logistics-An Overviewterm requires a systems approach to the weaponsThe Revolution in Military Logistics, or RML,represents a continuous process of transformation ofArmy logistics. In Phase I, Army logistics becomes adistribution-based system, relying on distributionvelocity and precision rather than on redundant massto support strategic responsiveness across the missionand equipment we design, and revolutionary ways totransport and sustain people and materiel.The Army established the Combat Support/Combat Service Support Transformation Task Forceas one of 10 task forces to implement the new Armyvision. The task force is charged with identifying waysspectrum. It leverages information and commu to deploy forces more quickly and sustain morenications technologies to attain near real-timeefficiently. It has identified requirements for a singlesituational awareness and improved command andAnny-wide logistics provider; improved battlefieldcontrol capabilities. A reengineering of logisticsdistribution tactics, techniques and procedures; split processes, organizational redesign, and increased usebased and reach-back operations; total asset visibilityof best distribution doctrine are important elementswith assured communications; and improved strategicofPhase I.mobility, directly supporting deployment andIn Phase ll, the Army will exploit technologiessustainment requirements associated with the initialthat afford increased lethality, survivability, reliability,brigade prototype development effort underway atrange and capacity, decreased weight, and reducedFortLewis, Washington.energy consumption. These improvements will besynchronized with further advances in logisticsprocesses, organizations, distribution management,and information systems.Support to Army Vision and Combat Support/Combat Ser-vice Support TransformationThe A r my vision establishes a requirement for aGoalsThe Revolution in Military Logistics is structuredaround six key tenets, or goals. The first four of thesegoals should be essentially complete by the end ofPhase I, although future technology will offerconsiderable and continuous enhancements.force projection of lethal, survivable, medium-weightThe first goal is creating a sit gle logisticsit formatiotl a11d decisiotl s11pport system. Itunderpins most of what is considered revolutionarybrigade forces to any point on the globe to dissuadein military logistics, leveraging the best of commercialquantum leap in strategic responsiveness throughor defeat hostile military action. The objective is tobusiness processes, organizational redesigns, and theput a brigade combat team on the ground in 96 hours,emerging global information and electronic commercea division within 120 hours, and five divisions withinmarket. This single logistics system will have an30days. Generating this force with available liftunprecedented level of interconnectivity, visibility andrequires an aggressive near- and mid-term reductioninteroperability. It will connect to the global networkin the logistics footprint and replenishment demandof other services, as well as to industry. It will allowthrough control over the numbers and types ofus to leverage reach-back and intemetted commandvehicles deployed and increased leveraging of reach and control capabilities, and develop a force structureback capabilities and split-based operations. The farwith a reduced demand for replenishment supplies.(This paper, prepared for A USA's 15-17 May 2000 Revolution in Military Logistics Symposium, is based oninformation obtained from the U.S. Army Logistics Integration Agency.)

Distribution-based logistics represents a wholedoctrine a n d requirements associated withnew way of doing business. Under this concept,intermediate staging bases, and advanced deploymentdistribution velocity and precision oflSets our traditionalplanning tools.reliance on redundant mass to accommodateuncertainty. Redundant echelons of inventory andEmbedded in the RML's last tenet, maintai11ingan adequate logistics footprint, is a proactiveforce structure are eliminated. Faster and moreapproach to examining footprint "drivers" andplentiful lift will permit the single logistics system toidentifYing ways to reduce that footprint. Reducingrespond quickly and precisely to anticipatedthe logistics footprint will require synergy along multiplerequirements, allowing fewer and smaller in-transitavenues, particularly in ammunition lethality, systemholding inventories.reliability, and consumption rates for all classes ofTotal asset visibility (TAV) provides real-timesupply. The real improvements, however, hinge onlogistics visibility and permits real-time logistics controlrevolutionary new materiel systems that are reducedand distribution management. TAV captures,in size and weight, with improved efficiency andprocesses, manages and exploits logistics data to allowsurvivability.managers to know at all times what's in the distributionpipeline. Through the use ofTAV, the single logisticsThe Role of Tec.hnologysystem can exploit high-quality, timely data for moreThe Army is identifYing and targeting technologiesresponsive and cost-effective management throughwith military potential to ensure future U.S. militarydominance. The technologies currently undera distribution-based logistics system.agileinvestigation have the potential to radically reduceinfrastructure that integrates Army capabilities intosustainment requirements and the logistics footprint.Army logistics will be supported by ana single, seamless Army-wide logistics provider atThese include advanced lightweight materials,the national level. This command will train, generate,compact power sources, alternative fuels, broadbandproject and administratively control the Theatermobile wireless communications, nanoscience (buildingSupport Commands that support the warfightingthings one atom at a time), biomimetics (emulatingcommanders. It will team with the Department ofliving structures), intelligent systems (robotics systemsDefense (DoD), other services, allies and industrythat reduce personnel requirements and operatorpartners. Reach-back capabilities will be embeddeddanger), and ultrareliability of systems.to control the scope and complexity of the footprint inthe area of operations. The "nerve center" in thisConclusionArmy-wide logistics provider will be readiness-driven,The RML is being implemented through thewith a field-readiness focus. This provider willexecution of the Army Strategic Logistics Plancomprise, in part, the deployment of operational( ASLP). The purpose of the ASLP is to synchronizeinfrastructure such as integrated, intermodaland integrate more than200 logistics programs. Theinformation systems, distribution platforms, andASLP will incorporate the expert recommendationsautomated materiel handling equipment.of the Combat Support/Combat Service SupportThe RML's goal ofrapid force projection TransformationTask Force to capture new require focuses on meeting the Army's deployment timelinesments and ensure synchronization of logisticswith forces that are optimized for early, then decisiveinitiatives with the new Army vision and moderniza operations, and capable of operating jointly withouttion strategy. An on-site team presence will beaccess to fixed forward bases. Major improvementsestablished at Fort Lewis to identifY and supportare planned in improved strategic airlift and sealift,advanced logistics concepts and technologies for theprepositioned equipment, enhanced port opening,initial brigade development effort. The ASLP willlogistics over-the-shore capabilities, and tacticalcapture the results of this and future assessments,enablers such as palletized loading systems, movementand continue to serve as the strategic road map fortracking systems, and improved materiel and containerthe RML transformation path, from today through thehandling equipment. Also key is development ofArmy's objective force of201 0 and beyond.2

Revolution in Military LogisticsRML00-02May 2000Army· Strategic Logistics Plan-RI\1· L Im plementationIntroductionA key requirement for achieving the Army visionThe Chief of Staff, United States Army, hasestablished a new vision for the 2 1 st century Army:"Soldiers on pointfor the nation transforming this,the most respected Army in the world, into astrategically responsive force that is dominantacross the full spectrum of operations. "The Army vision states the Army will be capableof placing combat force anywhere in the world 96hours after lift-off-in brigade combat teams for bothstability and support operations and for warfighting.of strategic responsiveness and the dramaticdeployment timelines discussed above is accelerationof the Army's Revolution in Military Logistics, orRML, as well as those programs which supporttransformation of combat support and combat servicesupport. TheArmy Strategic Logistics Plan (ASLP)is the modernization strategy for Army logistics andcombat support/combat service support transformation.l'urposl' oftbe Army Strategic Logistics PlanThat capability will be built under momentum thatThe Army Strategic Logistics Plan synchronizes120and integrates the logistics modernization andgenerates a warfighting division on the ground inhours and five divisions in 30 days. Organizationaltransformation efforts of multiple organizations andstructures will be designed to generate formationsagencies. The current document represents a com which can dominate at any point on the spectrum ofprehensive update to the existing plan.It is distinctoperations. These organizations will be trained andfrom earlier versions in at least four respects:equipped for effectiveness in any of the missions the Army must perform.Light force deployability will be retained, whileimproving the lethality and mobility for decisiveoutcomes that our heavy forces currently enjoy. Heavyforce lethality through combat overmatch will be retained, while enjoying better deployability andemployability in areas currently accessible only bylight forces. As technology allows, distinctionsbetween heavy and light forces will be erased.In terms of sustainability, the logistics footprintand replenishment demand will be reduced. For thisto occur, the numbers of vehicles deployed must becontrolled, reach-back capabilities leveraged, weaponsand equipment designed in a systems approach, andprojection and sustainment processes revolutionized.This transition effort begins immediately and willbe jump-started by investments in today's off-the-shelftechnology to stimulate development of doctrine,organizational design and leader training.(This paper, prepared for AUSA's It links directly to the Army visionfor strategicresponsiveness and transformation of combatsupport and combat sen,ice support;It extends the planning horizon beyond 2010;It exploits advanced relational databases andvisual infomlation management tools to betterdetermine the relationships and linkagesamong the programs in the plan; and,It more effectively captures logistics efficienciesundenvay in business process reengineeringand commercial best practices. The timeperiods used to describe near-, mid- andfar term coincide with those used in A rmyRegulation 11-32, The Army Long-rangePlanning System. This permits synchronizationwith The Army Plan, to include the ArmyStrategic Planning Guidance and associatedprogramming guidance, and The A rmyModernization Plan.15-17 May 2000 Revolution in Military Logistics Symposium, is based oninformation obtained from the U.S. Army Logistics Integration Agency.)

Supporting Plans Project the Force; Total Distribution Program; Sustain the Force; Army Strategic Mobility Program; Acquisition Reform and Technology Application. Army Science and Technology Master Plan.Key Drivers of Logistics TransformationArmy modernization strategy; New deployment timelines; Requirement to reduce logistics footprint; Requirement to reduce demand on lift; Support to joint warfighting; Support to DoD and joint modernization.that panel's domain. Panel chairs include:Requia·ed Capabilities Outlined in the Am1yStrategic Logistics Plan Project the Force-HQ DCSLOGfiRE T S(Deputy Chief o f S t aff f o r Logistics Transportation and Troop Support); Sustainthe F o rce-HQDCSLOG/SM(DCSLOG-Supply and Maintenance); Acquisition and Technology Application USALIA.Single national logistics provider with tactical- tostrategic command and control capability; the panel chair. Panel chairs will be responsible formanaging those modernization initiatives that fall under Each panel meets at a frequency determined byImproved strategic mobility for early closure ofKey reporliug requirements: combat capability;Quarterly updates are provided to the ArmyLogistics Triad or similar executive working group Optimization for early, decisive operations; Operations without access to fixed forward bases;Logistics (DCSLOG), Commanding General, CapabilityCombined Arms Support Command (CG forfast-paced,comprised of the Deputy Chief of Staff fordistributed,decentralized, noncontiguous operations;CASCOM), and Deputy Commanding General,Tactically mobile equipment for operations in allArmy Materiel Command (DCG, AMC);types of terrain and environments; Quarterly updates are provided to the Assistant High system operational ability (reliability);Secretary of the Army for Acquisition, Logistics Real-time visibility and control of supply chain;and Technology. Agile, smaller in-theater logistics footprint; Responsive to CINC warfighter requirements; Logistics effectiveness at best value; Improved reception, staging, onward movement,integration and port-opening capabilities.Management Executive oversight and management of the planis the responsibility of the U.S. Army LogisticsIntegration Agency (USALIA); The plan is maintained by USALIA, and updatesare completed electronically through access toUSALIA's website (www. liaarmy.mil); A standard template is used to record and displaydata for all modernization initiatives.Frmnework: The framework for managementIntegration: Integration and synchronization ofinitiatives embedded in the ASLP are structured alongsix investment categories:automation a n dcommunications; business process reengineering;organizational change; hardware and platforms;mobility (strategic and theater); and technologyinsertion. Specific modernization initiatives fall withineach of these investment categories and lead toachievement of a specific goal associated with theRML and combat support/combat service supporttransformation.ConclusionLogistics transformation requires an executableplan within an overall business and informationsystems architecture to achieve logistics efficienciesincludes three panels or working groups, each chairedand improved joint warfighting capabilities. The ASLPby an Army colonel. The three panels are:is the tool for execution of this transformation.2

Revolution in Military LogisticsRML00-03May 2000Phase I of the Revolution in Military L ogisticsIn trod uc ti onCombatThe Revolution in Military Logistics, or RML,represents a continuous process of transformation.In Phase I, Army logistics becomes a distribution based system, relying on distribution velocity andprecision rather than on redundant mass to supportstrategic responsiveness across the mission spectrum.Information and communications technologies areleveraged to attain near r e al-time situationalawareness and improved command and controlcapabilities. The Army will reengineer its logisticsprocesses and redesign its organizations, utilizingmodem business practices and joint distributiondoctrine. In Phase ll, the Army will identifY and targetemerging technologies to provide both combat support(CS) and combat service support (CSS) materielsystems with revolutionary new capabilities for 2010and beyond.Support/Combatto implement the new Army vision. The task forcehas validated requirements for a single Army-widelogistics provider; improved battlefield distribution;split-based and reach-back operations; total assetvisibility with assured communications; and improvedstrategic mobility to support the deployment andsustainment requirements associated with the initialbrigade prototype effort underway at Fort Lewis,Washington.Phase 1-Reengineering Processes, Redesign ing Organizations, Creating the Single LogSystemSince its inception in 1 997, the RML's mid-termtarget-"Phase I"-has been to reengineer logisticsprocesses to improve responsiveness and efficiency.Support to Army Vision and Combat Support/development of the digitized corps and the strategicreengineering of the institutional Army as part of theforce projection of lethal, survivable, medium-weightbrigade forces to any point on the globe to dissuadeor defeat hostile military action. The objective is toput a brigade combat team on the ground in 96 hours,a division within30120 hours, and five divisions withindays. Generating this force with available liftrequires aggressive near- and mid-term reductions inForce XXI process. Dramatic improvements havealready been made in increased strategic lift, sharplyreduced force closure time, smart inventory practices,improved information systems, and an enhanced Armydeployment infrastructure. Logistics response timeshave improved 1hrough business process reengineeringin concert with increased partnering and competitivesourcing. Visibility, velocity and precision are replacingstockpiles and layered organizational structures.the logistics footprint and replenishment demandBusiness Process Clumge: Migration to proventhrough control over the numbers and types ofcommercial practices, development of partnershipsvehicles deployed, and leveraging of reach-backwith industry, and establishment ofa true 21st centurycapabilities. The far termrequires a systems approachindustrial base linked to a single Army-wide logisticsto the weapons and equipment we design, andprovider play important roles in achieving the Armyrevolutionary ways in which we transport and sustainvision. The scope of business process change alreadypeople and materiel. The Army established theunderway is extensive. For example, the supply(This paper, prepared for AUSA's15-17 May 2000 Revolution in Military Logistics Symposium, is based oninformation obtained from the U.S. Army Logistics Integration Agency.)ISupporttask forcesCombat Service Support Transformationquantum leap in strategic responsiveness throughlI10Phase I of the RML coincides with the tacticalThe Army vision establishes a requirement for a\ServiceTransformation Task Force as one of

process is being redesigned through the Single Stockimproved battlefield distribution and throughput, andFund initiative and supporting automation systems.reduce the logistics footprintSingle Stock Fund merges financial and logisticsincludes theMovement Tracking System, Palletizedsystems to cut costs and improve visibility. VelocityLoading System, Farnily ofMedium Tactical Vehicles,Management-a key requirement identified by theRough-Terrain Container Handlers, All-Terrain Lifters,today.A partial listCS/CSS Transformation Task Force---i s beingContainer Roll-On/Roll-OffPiatforrn, Forward Repairimplemented; to date, it has cut order ship time bySystem-Heavy, Modern Burner Units, Laundry50 percent. Prescribed Load Lists have been cut from300 lines to 150 lines. Modernization Through SparesAdvanced Systems, Electronic Repair Shelters, Multi cuts costs by linking combat systems with maintainersFacility. With the advent of the new Army vision, theand focusing on logistics cost-drivers. Administrativecapabilities and efficiencies available from theseand production lead times have been cutover 58 percentsystems assume a prominent role. The first interimCapable Systems Mechanic, and Base Shop Testthrough initiatives such as Electronic Data Interchangebrigade, expected to be fielded in 2003, will have aand Direct Vendor Delivery. For example, acquisitionlogistics impact far transcending the projectablility ofof tank periscopes has been reduced fromto30450 daysthe brigade itself The interim brigade will require fardays. System reliability and life cycle costless sustainment and logistics force structure toreduction is being enhanced through horizontalprovide that sustainment. The resultant synergies willtechnology integration programs, and best commercialfurther reduce sustainment requirements and ensurepractices and logistics efficiencies captured underthe Army achieves its strategic responsiveness goals.Sections 347 and 912 of the Fiscal Year 1998 DefenseAuthorization Act. A NationalMaintenance Programwill distribute maintenance workload above thetactical leve allowing efficient depot workloading andrecapitalization to improve the reliability of the existingfleet. Embedded diagnostics and prognostics willpermit more efficient use of maintenance resourcesand eliminate catastrophic failures; the savings canbe reinvested in modernization accounts.ImplementationThe RML is well underway. Its key programshave been linked to meeting deployment andsustainment requirements established by the Army.The Army Strategic Logistics Plan (ASLP) capturesthe totality of Army logistics modernization,encompassing business process reengineering,information technologies, platforms, organizations,Automation am/ Communiclllimu·: The Army willand new distribution concepts. The ASLP will becontinue to incorporate the business processupdated and revised to ensure continuous alignmentimprovements described above into a single logisticswith the Army vision.management information system, which is essentialto achieving the Army vision. Global Combat SupportSystem-Army (GCSS-A) will provide a businessautomation enabler for combat service support. It willultimately feed into joint systems providingmanagement, integration and visibility of logisticsassets essential to Joint Task Force members. Closelylinked to GCSS-A are Total Asset Visibility and theCombat Service Support Control System, whichtogether move Army logistics toward a single logisticssystem, providing real-time visibility and control.ConclusionBy the end of Phase I, a single logistics systemwill access accurate, real-time data; horizontally andverticallyintegrate supply, maintenance andtransportation logistics functions from strategicthrough tactical levels; and manage them holisticallyin a highly automated mode with minimal humanintervention. The radical reengineering of processeswill support an equally radical redesign oforganizations, resulting in a single, seamless logisticsHardware/Plaiforms: While Phase I focuses onprovider. Phase I will transition Army logistics to ainformation and communication enhancements, thesystem that both supports the interim brigade designArmy has judiciously invested in current technologyand establishes a foundation for deployment andto develop new materiel systems which enhancesustainment support to the objective brigadedistribution and maintenance capabilities, supportenvisioned for 2010 and beyond.2

Revolution in Military LogisticsRML00-04May 2000Phase II of the Revolution in Military LogisticsIntroductionwe transport and sustain people and materiel. TheThe Revolution in Military Logistics, or RML,represents a continuous process of transformation.In Phase I, Army logistics becomes a distribution based system, relying on distribution velocity andprecision rather than on redundant mass to supportstrategic responsiveness across the mission spectrum.I t leverages information and communicationstechnologies to attain near real-time situationalawareness and command and control. The Army willcompletely reengineer its logistics processes andredesign its organizations, utilizing modem businesspractices and joint distribution doctrine. In Phase II,the Army will exploit emerging technologies to provideboth combat and combat service support materielsystems revolutionary new physical capabilities, andalso embed sensors, diagnostics and prognostics inthese systems to link them directly to the supportinginformation and decision support systems.of10 task forces to implement the new Army vision.The task force has validated requirements for a singleArmy-wide logistics provider, improved battlefielddistribution, split-based and reach-back operations, andtotal asset visibility with assured communications.Most importantly, it establishes deployment andsustainment requirements to support the improvedstrategic mobility goals associated with the initialbrigade prototype effort underway at Fort Lewis,Washington.Phase 11-Gio bal Operations, Platforms,Weapon S ystemsPhase Ifocuses primarily onprocess,encompassing modernization initiatives in automation,communications, business processes, organizations,Support to Army Vision and Combat Support/Combat Service Support T.-ansformationThe new Army vision accelerates theArmy established the Combat Support/CombatService Support Transformation Task Force as onedeployment planning tools to improve strategic mobility,and technology insertion to existing materiel systems.By the end of Phase I, a single logistics system willRML. Itaccess accurate, real-time data;horizontallyandestablishes a requirement for a quantum leap inverticallystrategic responsiveness through force projection oftransportation logistics functions from strategiclethal, survivable, medium-weight brigade forces tothrough tactical levels; and manage them holisticallyintegrate supply, maintenance andany point on the globe to dissuade or defeat hostilein a highly automated mode with minimal humanmilitary action The objective is to put a brigade combatintervention. The radical reengineering of processesteam on the ground in 96 hours, a division withinwill lead to an equally radical redesign of organizations,120hours, and five divisions within 30 days. Generatingthis force with available lift requires aggressive near and mid-term reductions in the logistics footprint andresulting in a single, seamless logistics provider.PhaseII of the RML focuses on furtheridentifYing and targeting for logistics application thosereplenishment demand through control over theemerging technologies, new organizations, newnumbers and types of vehicles deployed, anddoctrine, information technologies, and advancedleveraging of reach-back capabilities. The far termconcepts that support reduced logistics demand,requires a systems approach to the weapons andenhanced deployability and a reduced logisticsequipment we design, and revolutionary ways in whichfootprint. Phase II requirements and concepts link(This paper, prepared for AUSA's15-17 May 2000 Revolution in Military Logistics Symposium, is based oninformation obtained from the U.S. Army Logistics Integration Agency.)

directly to the objective brigade force that is the focusand seaports which have been the major strategicof the Army's transformation effort. Technologicalmaneuver bottlenecks in the past.breakthroughs in propulsion, lightweight armor, powersupplies, source data automation and other disciplineswill be crucial to achieving the radical changesImplications-Force ProjectionStrategic maneuver depends on development ofenvisioned for deployment and sustainment of theadvanced deployment platforms--ultraheavy airliftforce.and high-speed (70-1 00 knot) fast sealift. Some forcesThroughout this phase we will continue to rely onwill need limited capability for self-deployment byinformation dominance and new technologies thatmeans of organic lift, to include perhaps a super-shortfurther enhance real-time logistics control and sourcetakeoff and landing platform. This would reduce thedata automation at all echelons. A shared view ofburden on strategic deployment platforms, expand thelogistics will emerge. Critical technologies to this effortnumber of approaches into a theater, and provideinclude sensors, diagnostics and prognostics, sourceoperational flexibility.data automation, micro-miniaturization, robotics,expedite throughput and provide operational agility.intelligent agents, natural language processors, andCritical areas for lightening the force include weaponvoice-activated automation. These technologies willsystem weight and logistics demands in terms of fuel,be embedded in new weapons and logistics platforms,reliability, ammu

Army· Strategic Logistics Plan-RI\·1L Implementation Introduction The Chief of Staff, United States Army, has established a new vision for the 21st century Army: "Soldiers on point for the nation transforming this, the most respected Army in the world, into a strategically responsive force that is dominant across the full spectrum of operations.

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